June 11, 2025
Leadership development in nursing isn’t just a professional goal—it’s a system-wide necessity. At the AONL 2025 Conference, Cedars-Sinai Medical Center presented a powerful model for investing in nursing leadership from within: a Peer-Led Leadership Development Committee for Nursing Managers. This quality improvement movement aims to close leadership gaps, enhance confidence, and build a strong foundation for nurse manager success across inpatient and outpatient settings.
Why a Peer-Led Approach to Leadership Works
After reviewing learning needs assessments and implementing system-wide surveys, Cedars-Sinai found recurring challenges facing nursing managers: financial management, difficult conversations, emotional intelligence, and role clarity. In response, the organization launched a peer-led development initiative rooted in collaboration.
This approach aligned with Magnet pillars and CS Nursing Strategic Goals, while focusing on shared accountability, emotional support, and continuous learning across leadership tiers.
How the Program Was Designed
The committee was built with leadership endorsement and staff ownership. Key steps included:
- Gaining support from the Chief Nursing Officer
- Recruiting experienced nursing managers as facilitators
- Creating a needs-driven curriculum tailored to real-world challenges
- Hosting workshops, case discussions, and mentorship sessions
- Continuously improving content through feedback loops
By giving managers ownership of the development process, Cedars-Sinai turned education into engagement—and compliance into empowerment.
Results That Matter
The results showed significant impact:
- Overall experience: 4.8/5
- Recommendation likelihood: 4.9/5
- Impact on professional growth: 4.8/5
- Improvement in managerial skills: 4.2/5
These metrics reflect more than satisfaction—they reveal that peer-led development can lead to real leadership capability. The slightly lower score on skill improvement also pointed to areas of opportunity, demonstrating a culture of transparency and continuous refinement.
Broader Implications for Healthcare Leadership
Cedars-Sinai’s initiative proves that leadership development can be collaborative, cost-effective, and culture-changing. The program:
- Enhances retention by building confidence and support systems
- Encourages shared learning across inpatient and outpatient units
- Reduces leadership burnout by fostering connectedness
- Emphasizes emotional intelligence, a critical skill often overlooked in clinical settings
- Reinforces Magnet and shared governance principles
In a time when leadership pipelines are strained, Cedars-Sinai’s model provides a roadmap for sustainable growth and positive empowerment.
Conclusion: When Nurse Leaders Lead Leaders
The takeaway for hospital and system executives is clear: invest in your nurse managers and let them shape the process. Peer-led leadership development doesn’t just check a box—it creates a ripple effect across care delivery, culture, and organizational success.
Looking to grow the next generation of nursing leaders?
Start by trusting the ones you already have.
This article reflects an independent summary and commentary on a quality improvement initiative presented by Cedars-Sinai at AONL 2025.